Orientation Hub
What ALDT is
Brisbane City Council manages more than $40 billion in physical assets — roads, bridges, parks, buildings, fleet, water and drainage. To decide well about them (invest, maintain, replace) Council needs one connected picture of its assets. That picture doesn't exist today: information is spread across disconnected systems, held by different teams in different formats, with no shared view across the lifecycle.
A "digital thread" is the connected flow of asset information across the whole system — people, process, data, technology — so consistent information reaches the right people at every lifecycle stage. ALDT defines how to build it.
ALDT does not deliver change. It produces an honest current-state assessment, a future-state blueprint, and a prioritised 4-year roadmap (FY26–FY29) that inform future investment. It sets direction; it does not implement, procure, or restructure.
Your framing was right, with one refinement. The minutes say it almost verbatim — "improving Enterprise Asset Management maturity through better integration, rather than building new systems." The refinement: this engagement designs the integration, it doesn't perform it. And the object being connected is asset information across the life of physical assets.
Current-state assessment
How asset management works today — what works, what doesn't, where the gaps are.
Future-state blueprint
What it should look like across data, technology, process, people, governance.
Improvement roadmap
A prioritised, sequenced 4-year plan ready to inform investment.
Scope & boundaries
Length
The full lifecycle: plan → create/acquire → commission → operate → maintain → optimise → renew/replace → dispose.
Breadth
Council's asset classes per the SOW. Not ICT systems, information assets, or HR as asset classes.
Depth
Assessed across People, Process, Information/Systems, Data (PPIT).
- Current-state capability from a digital view, whole org
- Future-state blueprint across people/process/data/tech
- Prioritised improvement roadmap
- Stakeholder engagement & validation
- Logical / concept-level integration architecture
- Implementing any system or process change
- Investment or procurement decisions
- Changing team structures or roles
- Replacing or decommissioning systems
- Detailed integration technology or design
Asset "Operations." How assets are used to deliver services is out of scope; the data that results (run-hours, utilisation) is in scope. The line was still being negotiated.
Plant & Equipment / ICT infrastructure. Initially excluded on an ambiguity, then offered back in (incl. Fleet). Whether ICT infrastructure counts was an open question back to Council.
Phases, timeline & where things stand
Readiness — how to proceed
Full discovery + current-state maturity; define target-state; identify quick-value actions.
Blueprint & roadmap
End-state, vision & blueprint, sequenced FY26–FY29 roadmap, benefits/thematic case, investment case, final report.
The proposal schedule reads Jan–Jul 2026, but the real timeline slipped: ISB (ICT) kick-off Oct 2025, business kick-off May 2026, current-state report still in validation late May 2026. By your August start the project is realistically finishing Phase 1 and moving into blueprint/roadmap.
Live gate: the decision to proceed to Stage 2 / Phase 2 was taken the week of 28 Jul 2026 — unofficially already a yes. Your engagement was scoped around it.
Governance: deliverables move Review → Endorse → Approve. On Milestone 2.1 — Review: Deepa Arora, Jodie Bothwell, Heath Williams; Endorse: Raman Bedi; Approve: Cherie Davis. Standing forums: ALDT PWG (monthly), DSGG (monthly), EAM Working Group. Formal ELT endorsement is a project objective, not a contract deliverable.
The people map
Your team — Reformabit
BCC project team
No single person holds end-to-end knowledge. Validation happens through conversation and workshops, not document sign-off. And unlike Finance or HR, EAM has no consistent enterprise-wide owner — "if it touches a Council asset, a field crew, or becomes a job, it's an EAM matter." Fragmented ownership is both the core problem and your daily working condition.
Systems landscape
Recognise the names and roughly what each does; the project is about how they connect. Centre of gravity: SAP S/4HANA (Modern ERP).
| SAP S/4HANA (Modern ERP) | Core ERP; emerging system-of-record for EAM. |
| EPPM | Enterprise Portfolio & Project Management — capital/project portfolio. |
| FWMS | Field Work Management System — how crews receive/complete work. |
| Corp GIS | Spatial record of assets. SAP↔GIS inconsistency is a named problem. |
| Hastus · IVMS · BMMS · CAMMS | Transport scheduling + specialist asset/maintenance systems feeding SAP. |
| D365 · Power BI · iPaaS/BTP | CRM, analytics, and the integration plumbing (the INT-0xx interfaces). |
The current-state work counts ~200 EAM-relevant applications. The SAP interface diagram maps the integrations in and out of S/4HANA.
Frameworks & jargon
The full decoder lives in Cheatsheets. The essentials:
The documents
Eighteen files, organised in C:\unsame\BCC. Read the first three first.
| Read first | What it gives you |
|---|---|
| Business Kick-off Deck (2026-05-14) | The master narrative: purpose, vision, scope, timeline. |
| Business Kick-off Minutes | The candid version + full attendee list. |
| Engagement Pack — Milestone 2.1 | What a finished deliverable looks like. |
| Current-State — Acceptance-Criteria Validation (email) | Swarna's line-by-line gap list. Read early. |
Full 18-file index with reading order is in Cheatsheets.
Where you add value
You read process from the inside and translate between the people who live a workflow and the systems meant to serve them — precisely the business↔IT gap ALDT exists to close.
What a BA does here
- Stakeholder discovery — interviews & workshops
- Process mapping (your BPMN 2.0 prep pays off)
- Capability & maturity across PPIT
- Issues & opportunities register
- Requirements & traceability
A sensible first fortnight
- Confirm the live milestone
- Read Swarna's acceptance-criteria email (your gap list)
- Get access: register, capability model, SharePoint
- Meet Kevin, Elizna, Swarna, Deepa, Jodie
- Learn the adopted capability model
- Pick one asset class to go deep on
Open questions
| Current live milestone vs the paper schedule? | The project is behind the proposal calendar. |
| Operations boundary & Plant/ICT scope — resolved? | Determines your analysis set. |
| Where did the Current-State report land? | Finishing current-state, or into blueprint? |
| Which tools does the team use? | Modelling, register, traceability, SharePoint. |
These are live in your tracker. Compiled from the onboarding pack (Jan–May 2026); correct and extend as the real picture arrives.